In a nutshell, the three tips amounted to expanding options for advancement, being flexible, and being wary of change. The conversation with law firm management regarding what is needed to attract and maintain millennial talent seemingly occurs every day. I’m not sure I agreed with Di Gennero’s take that younger associates want to stay long term but are pushed out by advancement policies. I think the last three associates I worked with extensively at (smaller) firms have already bolted. I don’t think it was me…and each time I was told that it simply wasn’t “a fit.”

I agreed with Goldstone on the importance of work-life balance, with a realistic amount of vacation and personal days—assuming you are really allowed to take them. There is a difference between being given the time and being allowed to actually use it—without “penalty.”

“Running a major law firm has always had its challenges, but firm leaders in recent years have found themselves facing a new question: how to best manage millennials, a tech-savvy generation that values flexibility and wants meaning in work,” writes Bultman. “The truth of stereotypes around millennials — that they’re entitled, job hoppers, nonconformist — is debatable. But what is true, according to the Pew Research Center, is that the generation now makes up the largest section of the workforce.”

“You can’t keep things status quo or business as usual,” said Micah Buchdahl, the president of law marketing company HTMLawyers Inc. “There is a realization in BigLaw that you have to make these shifts if you’re going to attract the same caliber of talent you always have. A failure to do that will not put you in the market for the best talent that’s out there.”

What do Baby Boomers expect from millennials in the workplace? How can and should millennials act in the workplace while still preserving their values? This program focuses on how millennials can communicate with Baby Boomers and other generations in a way that is collaborative and allows junior lawyers to thrive.